GRP223 3a

Strategic Campaign Presentation
VegeDelight | Quakers Hill

Prepared by Sarah Micallef for VegeDelight | Mr. Rajwant Singh
SARAH
MICALLEF
SARAH MICALLEF | DIGITAL ARTISAN

0401 311 108 | hello@sarahmicallef.design
www.sarahmicallef.design
Contents Page
SARAH
Design Brief
MICALLEF
Additional Project Research

Design Thinking | Brainstorming
Design Thinking Process
1 | What is?
2 | What if?
3 | What wows?
4 | What works?
Strategic Outcome 1
Strategic Outcome 2
Design Brief
Client Name SARAH
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VegeDelight Restaurant
Contact Details
Mr. Rajwant Singh
Owner and Proprietor | VegeDelight Restaurant
(02) 9837 0307
rajwant@vegedelight.com
Project Title
Strategic Campaign and Presentation
Project Deadline
6pm, Friday May 25th, 2018 (Customer Presentation and document handover)
Project Budget
Flexible
Estimated Strategic Design Project Cost

$3800 (please see Costing Information)
Submission Format and Details

Strategic Campaign document to be submitted to client as single PDF file.
Pecha Kucha to be presented onsite at client location, with pre-prepared copy of Pecha Kucha (MP4
format - slides and audio) provided to customer.
Submission Details
Documentation and Pecha Kucha will be submitted to client on USB Drive, onsite at client location.
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Background
VegeDelight is located in Quakers Hill, NSW, which is 40 minutes from Sydney CBD and has a
population of approx. 27,080 (2016), with a median age of 32. VegeDelight opened in 2012, with
first time restaurant owner Rajwant Singh wanting to fill what he saw as an obvious market gap,
creating an establishment where he believed the entire community could unite over vegetarian/ SARAH
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vegan Indian fusion cuisine. The restaurant is located on Douglas Road, with this location featuring
8 restaurants/cafes within a 500 metre radius, showcasing a variety of cuisines including Indian,
Italian, Sri Lankan, Lebanese and contemporary Western. Douglas Road is approx. 200 metres
from the Quakers Hill train station which 45% of the residents use to travel each day.
Although upon opening in 2012 VegeDelight was frequented almost equally by both the local
Indian and non Indian community, the amount of non Indian customers has dwindled, with approx.
82% of customers now being from the local Indian community. Engagement of the community
with the restaurants takeaway service has reduced to he point where VegeDelight is considering
the cessation of this service, with the main complaints regarding the takeaway service centering
around portion inconsistencies from those offered in the restaurant, poor customer service, long
wait times/food arriving cold and the $50 order minimum for home delivery.
The entire staff of VegeDelight have worked within the business since opening, and between them
possess a plethora of knowledge regarding vegetarian and vegan food, and share a passion for
cruelty free/ethically sourced cuisine. Recently however, the amount of negative reviews regarding
the customer service at VegeDelight have began to rapidly increase, with this occurring much
more frequently in the non Indian community of customers, with the general theme of these
complaints being that non Indian customers feel as though they are treated in an inferior manner
to Indian clientele, resulting in them not feeling welcomed to or wanted at the establishment.
In a bid to win back customers, VegeDelight owner Rajwant and his son, Darshan, have started
aggressively marketing the business via social media platforms (particularly Facebook) where
multiple (sometimes 4 or 5) competitions/promotions are added each week, which seems to
be largely ineffective, with minimal online engagement occurring. Supporting his staff members
individuality, Rajwant has never forced his staff to wear uniforms and has not broached the subject
of declining customer service standards with his staff, trusting them implicitly.
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In 2017 Savariya, a pure vegetarian Indian eatery, opened 200m from VegeDelight. This
establishment directly challenged VegeDelights position as the sole vegetarian/vegan eatery
in the suburb, with Savariya choosing an almost identical USP as VegeDelight, which is that of
100% vegetarian/Indian fusion cuisine. In early 2018, Maharaja’s Havelli, a vegetarian Indian fusion
restaurant opened 300m from VegeDelight, creating additional competition within the vegetarian/ SARAH
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Indian fusion market. VegeDelight still holds a unique USP within its offering of vegan/cruelty free
cuisine, however this is often overlooked or unknown by customers. Negative customer service
reviews are growing, the business USP is being increasingly encroached upon, with Rajwant being
unsure of how to attract new customers/who to market to, how to retain current customers and
how to convey the feelings of deeply genuine care that VegeDelight has for the local community.
VegeDelight has engaged Sarah Micallef to undertake a Strategic Campaign Project and
Presentation in order to conduct in depth research, identify key customer target markets,
determine how these markets might be approached and to formulate and outline strategic
ideas/campaigns using the Design Thinking Process, with visual examples provided. These
ideas will provide insight into customer markets, detail suitable engagement strategies, outline
how patronage may be increased and retained, and most importantly, how VegeDelight can
differentiate itself from a growing number of competitors. In order to succeed within the highly
competitive hospitality environment a unified brand aesthetic and a USP which delivers an
experience in addition to cuisine is essential, both of which will be considered within this project.
Objectives
The objectives of this Strategic Campaign project are to produce highly resolved written and
visual strategic campaign solutions which will increase the engagement between VegeDelight
and the local community, increase and retain restaurant patronage and differentiate VegeDelight
from its competitors via the establishment of a unified and unique brand USP. This project aims
to investigate local demographics to determine any growing markets or market gaps which
VegeDelight can aim to capitalise on, and to explore the best way methods with which to achieve
this. The objective of the Presentation element of this project is to present written and visual
strategic campaign solutions in a succinct and persuasive manner, in order to provide the client
with well formed ideas for consideration and potential implementation.
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Target Audience
The target audience for this Strategic Campaign are residents of Quakers Hill and the
surrounding areas, with a particular focus on the non Indian community, which are the
demographic currently with the lowest engagement and consumer rate. Additional
target markets include the 20-35 age bracket, full time workers, families and young SARAH
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childless couples, growing community demographics which largely overlap.
Consumer Proposition
To create strong social and product engagement within the culturally diverse local
community, forming a VegeDelight community united through a shared love of food.
Desired Consumer Response

The desired consumer response from this Strategic Campaign is for customers within
both the Indian and non Indian local community to view VegeDelight as both an enticing
option and the preferred option for both dine in and takeaway cuisine locally, with
customers displaying loyalty to this business and choosing to frequent on a regular
basis. Additionally, it is desired that customers will spread these feelings of excitement
and brand loyalty amongst their networks (face to face and digital), encouraging others
to frequent the restaurant, building a dedicated and passionate customer base who
enthusiastically look forward to their next VegeDelight experience, actively seeking this.
Project Scope
The scope of this project is to provide VegeDelight with a detailed Design Thinking
Process PDF document (divided into the sections of What is, What if, What works and
What wows) and 2 or more final, highly resolved Strategic outcomes, with graphic
examples and written campaign content/ideas. Sketches, mockups and prototype ideas
to support strategies are included within the scope of this project.
Client Descriptive Terms

Community focused, passionate, flexible, enthusiastic, genuine, quality driven, brave,
independent, fun, modern, persistent, compassionate, innovative, trusting, bold, accepting
of changes and new experiences, tech savvy, spontaneous.
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Brand USP
100% vegetarian/vegan Indian fusion cuisine.
Competitors
Competitors of VegeDelight would be considered to be other establishments using the same SARAH
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USP of delivering exclusively vegan/vegetarian Indian fusion cuisine, of which there are a growing
number within the local area. Competitors identified include Saviriya pure vegetarian Indian eatery
(approx. 200m away), Maharaja’s Havelli vegetarian Indian fusion restaurant (approx. 300m away),
Radhe Chatpata House and Kashi, both of which serve vegetarian Indian fusion cuisine and are
located within the food court of The Ponds Shopping Centre, approx. 3.2km away.
Although Douglas Road houses a large amount of restaurants in the immediate vicinity of
VegeDelight, these restaurants should not all be viewed as competitors, with the wide variety of
cuisines on offer providing a potential basis for an alliance between businesses (perhaps even
defined competitors), which could work to draw customers away from areas such as The Ponds
Shopping centre, host combined events/programs and potentially even establish Douglas Road
as a tourist/local hotspot which could seek to bring customers to Douglas Road in order to
experience a unique, engaging, memorable and culturally diverse dining experience.
Current and past programs/events

Despite maintaining a strong interest in the local community and a desire to assist this community,
VegeDelight has never hosted a community program or event itself. The restaurant occasionally
attends charity events held by other establishment, such Graceades Cottage (a community centre
in the nearby suburb of Bidwill) where VegeDelight donated a large amount of food for the day,
the owner and employees staying onsite to serve dishes and build relationships with attendees.
The restaurant doesn’t offer any programs or activities for children, with the only indication that
children are even welcomed at the restaurant being seen in 2 highchairs placed in the corner. For
major Indian cultural events such as Diwali and Holi, the restaurant has traditionally only put up some
simple decorations in an attempt to not further alienate the non Indian community. The restaurant has
never had an official launch event, with the opening in 2012 being rushed and haphazard. No events
are currently scheduled, with no programs existing other than Facebook promotional competitions.
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Costing Information
Design Thinking Process = $2100
Strategic Outcomes = $1700
Estimated Total = $3800 SARAH

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Estimated Design and Research Hours = 95 hours
*Please note that these prices are estimates only and are based on the estimated
hours that will be needed to complete each component. Should the hours taken to
complete each piece be higher than estimated, the project stakeholder will be contacted
in order to discuss and authorise the associated price changes.
Project Stakeholders
Sole decision making powers regarding strategy, design and costing lie with restaurant owner
and proprietor Mr. Rajwant Singh. Silent partner Mr. Aman Singh, may be consulted for a second
opinion on costing decisions should Rajwant believe this to be required.
Project Opportunities
VegeDelight is in a prime location close to both transport and essential services, presenting
excellent opportunities to both engage with customers and drive further exposure of the business.
The restaurant is facing considerable challenges regarding its incoherent identity and the loss of
its USP to competitors, with this project presenting an ideal opportunity for a complete re-brand,
relaunch and the establishment of a new and exciting USP which better caters to customer needs.
VegeDelight is passionate about helping the community, and this project is an ideal opportunity
for the business to fully explore the ways it can best be of service to the local community.
Project Restrictions
VegeDelight is a leased premise and therefore, no major structural alterations can be made to
the space. Additionally, the Douglas Road complex is at full capacity so extra space cannot be
obtained. The 100% vegetarian and vegan stance of the client and their product is non negotiable.
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Current Marketing Evaluation
Website
The VegeDelight website is unorganised, hard to navigate, utilises design which doesn’t reflect
the business or brand values and is rife with spelling mistakes and unprofessional written content. SARAH
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Basic elements such as an About Us section are missing and many of the links redirect to a former
version of the site, featuring old branding/logos/colour schemes/layouts. The website allows for
the retrieval of basic information but doesn’t invite further engagement, is impersonal and dated.
Twitter
The Twitter account for VegeDelight (@Vegedelightoz) has 262 followers, is frequently posted
to and features posts which are inconsistent and unengaging in nature. The Twitter feed is full of
text which is rarely broken up by visuals, with the occasional visuals which appear being of poor
quality and doing little to entice customers. A combination of both old and new logos are present
within posts, with advertising material not utilising a uniform structure, leading to an inconsistent
and unprofessional aesthetic.
Facebook
The Facebook account for VegeDelight (@VegeDelight) has 1,498 followers, is frequently posted
to and features an array of vastly inconsistent quality product photos. There are no photos of
customers enjoying the venue, and extremely limited/unflattering photos of the venue itself,
with the visuals on this page focusing on food rather than people/community. An overwhelming
amount of deals, special offers and competitions are present on this page (none of which are
consistently presented), creating a messy aesthetic, portraying confusion and a lack of direction.
Instagram
The Instagram account for VegeDelight has 1593 followers and features an array of inconsistent
advertising and pictures of varying quality, many of which do not have descriptions included.
Similarly to the Facebook page, customers are not featured, no defined USP is conveyed and poor
quality pictures of food are relied upon to draw customers to the business. Additionally to this, the
social media thumbnail used is unfit for purpose and differs to those used on Twitter and Facebook.
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Flyers/Pamphlets
Flyers for the restaurant feature a colour scheme somewhat similar to those of the website, are
poorly formatted and attempt to fit large amounts of information into a small space, resulting in a
visually confusing and crowded aesthetic. English translations/descriptions are provided for only a
small portion of the menu items, potentially alienating customers outside of the Indian community SARAH
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and rending the menu largely inaccessible to those who do not have prior knowledge of the items.
Mobile App
The VegeDelight mobile app is well developed and intuitive, with the project having been
outsourced to a reputable design company. This app allows for customers to place takeaway
orders directly with the business and to book tables. Despite this, the app is rarely used as the
majority of customers are unaware of its existence as staff do not actively promote this app to
clientele, with staff struggling to remember to mention yet another business service available.
Shopfront Exterior/Interior
The shopfront exterior is overrun with poor quality/inconsistent advertising posters for various
discounts and deals, to the point where customers cannot clearly view the interior from outside.
The interior of the shopfront is clean and tidy but lacks any indication of brand, with the
walls painted dark cream yellow, harsh overhead lighting installed and an array of shabby and
mismatched tables and chairs featured. The walls are devoid of adornment, with the space giving
no indication of the product, brand values or service offerings. Staff members are hard to identify
as they are not required to wear a uniform, further presenting the business as unprofessional.
Signage
Signage outside of the restaurant (1 x neon lit sign affixed to the shopfront roof and 1 x neon lit
sign spanning the shopfront) are both consistent, featuring the VegeDelight logo devised in the
2015 rebrand. Both signs are badly faded, with the neon sign attached to the roof not functioning
as a lit sign since 2016 due to a fault, resulting in this signage doing little to attract customers
during either the day or the night. Additionally, this signage states VegeDelight to offer “Fast
Food and Fine Dining”, two largely contradictory terms which do not offer a clear picture of the
experience offered by the restaurant.
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Client SWOT analysis
• Strengths
Has access to considerable funds with which to dedicate to promotional and branding activities.
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Has a loyal clientele base within the local Indian community, although this is slowly dwindling.
Has a team of long serving and dedicated employees and suppliers who have extensive
knowledge of vegetarian and vegan cuisine, and a genuine passion for quality food.
Is located in a strategically advantageous location, within a community of other businesses.
Is especially compassionate, cares about the local community, wants to help those in need.
• Weaknesses
Has a weak clientele outside of the non Indian community, with many having never visited.
Has a lack of engagement and consistency present in social media posts.
Doesn’t portray itself as a fun, engaging, social or desirable place to spend time.
Has a reputation for sub standard customer service.
Premises are small, customer seating is limited, with no opportunity to expand the shopfront.
• Opportunities
To build a strong clientele within the non Indian community, the dominant demographic.
To appeal to growing community demographics (childless couples, families, 20-35, workers).
To build working partnerships and business alliances with those in the vicinity.
• Threats
The restaurant is seen as a place that only members of the local Indian community visit and are
welcomed.
Premises are shabby, people automatically assume the business to be low quality/cheap.
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Additional Project Research
A wide range of reviews for VegeDelight are featured online, with customers mainly utilising SARAH
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Google Reviews, Facebook, Menulog, Zomato and Trip Advisor as their chosen review platforms.
The restaurant has over 800 reviews online and an average of 2.8 out of 5 over all online review
platforms. Recurring themes within positive and negative reviews are summarised below.
• Positive Review Points

Food is delicious, tastes fresh and is colourful/attractive.
Dishes are reasonably priced and food is prepared quickly.
Customers trust that the food served is authentically 100% vegetarian/vegan.
• Negative Review Points
Staff are poorly presented, with customer service being impersonal, rude and unprofessional.
Portions sizes are inconsistent and don’t always reflect what is written on the menu.
Restaurant interior has no ambiance, is uninviting and looks cheap/dated.
Not enough variety on the menu, no children’s menu option is available.
On a regular basis staff begin to clean the restaurant for closing whilst customers are still
finishing their meals.
Nothing is done to make the VegeDelight experience feel special, feels like a budget experience.
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Location Demographics
Residents Cultural Background Resident Age Groups
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Australia 65.00% 0-9 years 18.50%

India 10.40% 10-19 years 11.50%
Phillipines 5.90% 20-29 years 13.20%
New Zealand 1.90% 30-39 years 26%
England 1.80% 40-49 years 12.10%
Sri Lanka 1.70% 50-59 years 8.50%
Undisclosed 13.30% 59+ years 9.10%
Residents Weekly Working Hours Residents Family Composition
Couple family without children

1-15 p/w 8.90% 38%
16-24 p/w 9.30% Couple family with children 49%
25-34 p/w 9.50%

One parent family 11.80%
35-40 p/w 21.00%
40+ p/w 51.30% Other family 1.20%
Data Source: Australia Bureau of Statistics, 2016.
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Restaurant Statistics
Consumption Options Average Customer Expenditure SARAH
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$59
Takeaway 22%
Dine In 78%
$56
Takeaway Dine In
Customer Group Compostion Customer Cultural Background
Families 17%
Couples 8% Indian 82%
Social Groups 73% Non Indian 18%
Lone Diners 2%
Data Source: Rajwant Singh, Customer Insight Study, 2017.
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Existing Client Collateral
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Client Analysis
VegeDelight SARAH
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USP
100% Pure Vegetarian and Vegan Indian Fusion Cuisine.
Business Descriptive terms

Inconsistent, Ununified, Conflicted, Undefined, Scattered, Unengaging, Dated, Noninclusive.
What the business really provides

VegeDelight provides fresh vegetarian/vegan food that is cooked to order. However, beyond the
provision of this food the restaurant does not have a supplementary USP, any defining features
to differentiate itself and doesn’t offer any additional experience to customers outside of their
purchases. An absence of direction exists within the current envisioned customer experience, with
the broad vision being ‘delight’, but with no plan/steps being utilised in order to achieve this.
What the business is doing well

The quality of VegeDelights food receives widely positive reviews, with customers stating their
complete trust and faith in the freshly cooked, 100% vegetarian/vegan nature of this food, with
dishes being very well presented and flavourful. The business utilises a wide variety of social media
channels in order to keep customers up to date with what is happening within the restaurant, and
is not afraid to try new things and to take risks in order to make themselves known and succeed.
Additionally to this, customers also positively review the restaurants Tadka box service, identifying
this as an innovative offering which benefits customers. VegeDelights social media posts
announcing charitable actions, such as offering customers free drinks in cold/hot weather and
inviting those who are in need to visit the restaurant for a free meal, are met with positive reactions
from the social media community, with many followers stating that these actions have elevated
their perception of the business and indeed, has made them more likely to become a customer.
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Competitor Collateral
Maharaja’s Haveli SARAH
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Competitor Analysis
Maharaja’s Haveli SARAH
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USP
Pure Vegetarian Indian cuisine/The Indian Village Experience.

Friendly, warm, lively, bustling, energetic, inclusive, colorful, social, consistent, innovative, fun.

Maharaja’s Haveli is selling an immersive cultural and culinary Indian experience to customers,
transporting customers physically to the restaurant owners own version of India. Customers are
taken on a whimsical journey of adventure, wonder, magic, joy, escapism and entertainment.

Maharaja’s Haveli’s collateral is consistent (layout and colour palette utilised), with the website
and social media platform being especially active and showing not only professional images
of the establishment itself, but also of the food, customers and events. Additionally to this, the
establishment works tirelessly to keep itself in the public eye, hosting the 2017 Miss and Mr India
contest and holding its own Cooking Competition, judged by MRK contestant Rishi Desai. The life
size statues and cultural scenes within the restaurant are a major point of attraction for customers.
The social feeds for the restaurant are full of videos promoting upcoming events, with the
restaurant keeping a very busy social calendar, ranging from meet and greets with Indian
celebrities to children’s disco events, with the business premises being equivalent to that of 4
conjoined shopfronts. The business has placed employees with extensive hospitality management
experience in key team positions, offers an Employee of the Month award and frequently holds
team social events. The business offers a paid, 3 tiered rewards program and has recently obtained
an on-premises liquor license, providing a new source of revenue and varied new opportunities.
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Savariya SARAH
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Competitor Analysis
Savariya SARAH
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USP
Pure Vegetarian Indian cuisine/Telling the stories of the land through our food.

Authentic, social, modern, consistent, organised, sure of their identity, friendly, straightforward.
What the business really provides/sells

Savariya is selling cultural culinary journeys to its customers rather than food, with the backstories
and origins of each dish being detailed within the menu and within the restaurant (doubling as
adornment), emphasise the link between cuisine/culture and emotionally transporting customers.

Savariya’s collateral is consistent (layout and colour palette utilised), the website and social media
feeds show an abundance of pictures of guests enjoying themselves, portraying the restaurant as
a social, enjoyable and vibrant place to be. Savariya Tips are posted to Facebook consistently on
a weekly basis and gain lots of user engagement, with the same layout and hashtags used each
time. Staff are friendly and welcome in Indian and non Indian customers enthusiastically, taking the
opportunity to happily speak to all customers about Indian culture and cuisine in a engaging way.
Staff are visibly proud and enthusiastic to be working at Savariya, and are encouraged to share
their very own cultural stories and experiences with customers. Savariya staff are close friends
outside of the workplace and despite having little money, the restaurant owners invite the staff
over for monthly meals at their home to reward their loyalty and build strong bonds. Customers
are actively encouraged to check in at the restaurant in order to receive a small discount on their
bill , are given small gifts at the end of their meal (handmade sweets) and despite the restaurant
not offering a large range of discount or deals, a strong customer base is quickly growing.
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Radhe Chatpata House SARAH
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Competitor Analysis
Radhe Chatpata House SARAH
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USP
Pure Vegetarian Indian cuisine/Indian’s favorite foods - in Sydney.

Friendly, efficient, contemporary, highly professional, organised, consistent, polished, deliberate.

Radhe Chatpata House is selling Indian hospitality to customers, paired with Western efficiency
in order to create a fusion experience. Principles of fine dining are infused into the restaurants
customer service, delivering an expensive feeling experience for a very reasonable price.

Radhe Chatpata House’s collateral is carefully curated and highly consistent (layout and colour
palette used), with the website and social media feeds show an abundance of pictures of guests
enjoying themselves, portraying the restaurant as a social, enjoyable and vibrant place to be.
Customer feedback is strongly valued within the business and customers are encouraged to fill
in specially designed feedback slips or to write a note on the back of their bill, with all feedback
personally received and assessed by a dedicated restaurant Customer Service Team Leader.
Staff members are required to showcase the highest degree of professionalism at all times are
well rewarded for their efforts, with staff awards and prizes being given out for service excellence,
as well as internal promotions being given to those who excel within their positions, resulting
in motivated and engaged staff. Small touches around the restaurant such as the menus being
presented in high quality folders, table bills arriving in bill presenters accompanied by mints, and
warm ambiance lighting all contribute to form an environment that is welcoming and suitable for a
wide variety of customers/events. A small gift bag, activities and a menu are available for children.
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Kashi SARAH
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Competitor Analysis
Kashi SARAH
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USP
Pure Vegetarian Indian cuisine/The place to be.
Descriptive terms
Warm, family, community, homely, relaxing, accommodating, high quality, personal, thoughtful.

Kashi is selling a multicultural family experience to customers, the opportunity to become part of a
warm community environment that feels like a second home and where you are always greeted by
name, with fresh ingredients grown on site. Customers and staff are all viewed as one huge family.

Kashi’s collateral is consistent (layout and colour palette utilised), the website and social media
feeds not only show pictures of guests enjoying themselves, but also show the owners and staff
interacting with guests, in a warm and friendly manner. Additionally to this, the family home feel of
Kashi is strengthened by a variety of videos on Kashi’s social media channels which show the head
chef preparing and cooking the restaurants meals and picking ingredients from the Kashi garden,
an insight which speaks to home, family and meals prepared with love, care and purpose.
Staff are frequently treated to social events, Employee of the Month awards are given out
consistently, feedback from staff members is actively encouraged and regular staff training is
undertaken. Regular events are held, with entertainment offered on both Friday and Saturday
nights and includes Belly Dancers, Live Music and Fire Twirling on the outdoor patio. Celebrations
are important events at Kashi, with a surprise (often traditional sweets or a cake) being provided
to the guests party, free of charge. A special children’s menu and children’s activities are provided,
with child care being offered at events such as the Mother Day dinner, as a gift to dining mothers.
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Design Thinking | Brainstorming
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1 | What is? SARAH
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• VegeDelight is located in Quakers Hill, NSW, (approx population 27,080, 2017). and is approx.
40 minutes away from Sydney. Median age is 32, with the fastest growing demographic being
young childless couples. The median weekly individual income of Quakers Hill residents is $873.
• VegeDelight opened in 2012 and is located on Douglas Road, the central restaurant district
of Quakers Hill. The premise occupied is 602m2, which is the standard shop front size in this
location. VegeDelight currently leases its premises for $9200 a month (space only), with the
lease due for renewal in 2022.
• Seating for the restaurant is fully configurable and is often adjusted to suit specific events
being held. Standard occupancy for the restaurant (set up with 2 and 4 person tabletops) is 32
guests, and party/banquet configuration is 50 guests.
• VegeDelight opening hours are Mon-Thurs 12:00 pm - 9:30 pm, Fri 12:00 pm - 10:00 pm, and
Sat-Sun 10:00 am - 3:00 pm | 5:00 pm - 10:00 pm, some of the longest on Douglas Road.
• VegeDelight has a website, Instagram, Twitter and Facebook account which are all actively
updated, as well as being featured on a wide variety of online ordering apps/sites including
EatNow, Dimmi and OpenTable.
• VegeDelight advertising responsibilities (physical and digital) are shared between the owner,
his son, and employees, depending on who is available, leading to widespread inconsistency
and inaccuracy (particularly spelling errors) in advertising, and a lack of accountability.
• VegeDelight has a staff of 8, with 1 head chef, 1 cook, 1 delivery driver/dish hand/all rounder, and
5 waiters. All staff members have been with the business since opening and have held the same
positions, with Rajwant acting as the sole supervisor to all staff.
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• VegeDelight is directly opposite train station commuter parking, featuring 250 spaces.
• VegeDelight’s main customer demographic are those within the Indian community, with these
customers accounting for 82% of all business. VegeDelight wishes to engage more with those
outside of the Indian community, particularly childless couples, families, the 20-35 market and SARAH
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full time workers, dominant demographics within Quakers Hill which largely overlap with each
other.
• VegeDelight is located 10.2kms from Norwest Business Park and 6.2kms from Blacktown
Business Park, both of which have limited food options available to employees.
• VegeDelight undertook a rebrand in 2015, however it currently uses a combination of old and
new branded materials across its social media and physical marketing, with some of the links on
the website still leading to the old site. No templates or brand identity guidelines exist.
• VegeDelight is undecided on its identity and is concurrently marketing itself as both a casual
dining experience and a fine dining experience. It also has an inconsistent culinary identity and
markets itself as vegetarian cuisine on some platforms, and as Indian cuisine on others.
• VegeDelight offers a catering service for both small and large functions (minimum of 30
people) and also offers DIY catering (bulk menu item purchase) for smaller events.
• Included in the VegeDelight lease is full use of the footpath space outside of the shop, which is
controlled by the Douglas Road Authority rather than local council.
• Customers have stated inconsistent portion sizes and rude service to be the main issues that
would prohibit them from returning to the establishment. The entire staff is of Indian descent
and a marked difference can be seen in the levels of service offered to Indian and non-Indian
customers, with Indian customers being offered significantly better service.
• VegeDelight does nothing to market itself/appeal to families, with the restaurant not offering a
kids menu and not providing any facilities for children other than a set of highchairs (2) being
available for customer use.
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• VegeDelight participates in numerous charity events, offers free meals for those in need via
Facebook advertising and openly invites people in for cold refreshments on hot days and warm
refreshments on cold days, free of charge. However, it does not hold any social events and
doesn’t make much contact/foster relationships with other restaurants on Douglas Road.
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• The average eat-in party of 2 guests spends approx $56 on their meal and spends 40 minutes
within the restaurant. An average of $59 is spent per takeaway order. Takeaway orders account
for approx. 22% of orders placed, with 84% of these being for pick-up and 26% for home
delivery. VegeDelight offers free home delivery, with a $50 order minimum for all delivery
orders.
• VegeDelight offers a Tadka Box service where Tadka curry paste & curry gravy (the base
ingredient for the majority of Indian Punjabi dishes) are freshly cooked at the restaurant and are
made available for either pickup or delivery (for a small fee), ordered via the restaurant website.
• The interior of VegeDelight was last repainted in 2009, with a Pantone 9224 U (dark cream
yellow), low sheen paint chosen. The lighting featured is harsh and bright, with no artwork or
decoration adorning the walls. The space is clean and well maintained but bare, not reflecting
the VegeDelight brand or welcoming clientele.
• No members of the VegeDelight staff are required to wear uniforms. This subject was last
addressed by the owner in 2013, with staff stating that they believed uniforms to be a
suppression of their individuality. Staff members dress as they wish, leading to confusion
amongst customers and an unprofessional image.
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2 | What if? SARAH
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• Original idea = What if VegeDelight could expand into a new environment?

Extension = What if the restaurant was to purchase a small/medium sized food truck which
VegeDelight could use to capitalise on the plethora of nearby local business districts which
currently have limited food options available, such as Blacktown Business Park and Norwest
Business Park which currently have a market gap within vegan/vegetarian cuisine? What if the
truck was VegeDelight branded and could act as roving advertising for the restaurant? What
if this service could bring a supply of ready meals to the area which consumers could then
purchase for consumption later? Customers could even place their orders the day before via the
VegeDelight app and then could be notified once the truck had arrived and their orders were
ready to collect, reducing the potential food excess to be carried within the truck, maximising
space and efficiency. Social media and gamification elements such as live tracking on the truck,
promotions/competitions for special events and offering tagging discounts could be utilised.
• Original idea = What if VegeDelight placed greater emphasis on takeaway?

Extension = What if, instead of primarily targeting customers to dine in at the restaurant,
customers were instead increasingly encouraged to purchase takeaway, in order to drive and
increase this area of the business? Statistics show that both experiences yield approx. the same
revenue for VegeDelight, with takeaway customers requiring a far lesser investment of time,
and the takeaway experience being far easier to control. What if takeaway was incentivised
with dedicated takeaway discounts being made available for pick up/delivery orders (5%, 10%),
a special takeaway rewards or membership card being introduced, or the $50 minimum being
lowered for delivery orders? What if an express takeaway pickup service with a small, dedicated
waiting area was offered within the restaurant in order to avoid congestion of diners and those
waiting for orders? What if a delivery order tracker or a pickup order tracker was created within
the existing VegeDelight app so that customers wouldn’t arrive at the restaurant unnecessarily
early, further avoiding congestion within the premises and increasing customer convenience?
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• Original idea = What if staff were more heavily invested in?
Extension = What if the staff of VegeDelight were offered formal cross cultural customer
service training, with an initial training session/sessions and refresher sessions at predetermined
intervals? What if staff were offered formal ongoing training regarding vegetarian/vegan cuisine
instead of having to learn this on-the-job and as they went? What if staff were rewarded for SARAH
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their efforts and dedication via the establishment of an Employee of the Month or a monthly/
quarterly Delight-ful Employee Award, for which a special privilege (such as a paid day off)
or a small token such as a voucher or gift could be awarded? What if the staff were treated
to social activities to conduct team building and to reward them for a job well done? What if
an investment of high quality, individualised uniforms were provided to the employees, which
could still be VegeDelight branded but would be designed to reflect the individual nature
of each employee, unifying them as a team without compromising on individuality? What if
staff were given opportunities to progress within the business as a reward for their skills and
behaviors, with higher level responsibilities (such as customer service management) being
given to those who excel? What if there was a structured way for staff to voice their opinions
and provide feedback which could shape the business and to express innovative ideas?
• Original idea = What if the brand USP was modified/refined?
Extension = What if, instead of attempting to differentiate itself further within the highly
competitive 100% Pure Vegetarian Indian fusion cuisine market, VegeDelight instead decided
to adopt a new approach via a slightly modified USP in order to appeal to a wider variety
of customers? The restaurant is non negotiable on its 100% vegetarian and vegan offerings,
however a new USP could be easily devised within these parameters, which better describes
the restaurant, their offerings, and most importantly, exactly what it is that VegeDelight can
do for/offer its customers. What if VegeDelight expanded its offering from being 100% Pure
Vegetarian Indian fusion to being simply 100% Pure Vegetarian/Vegan cuisine, filling a market
gap that currently exists for a Vegetarian/Vegan restaurant that offers clean, healthy, ethically
sourced food which is not exclusively tied to a particular cuisine type and instead offers a
variety of dishes (pasta, pizza, curries, pides, snacks, salads). The people of Quakers Hill are
busy, predominately 20-35 years old and have extremely busy lives, so what if the new brand
USP was focused on providing these extremely busy customers with both greater health and
increased free time/family time - commodities which can’t be bought but are always desired.
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• Original idea = What if VegeDelight built relationships/worked cohesively with other restaurants
in the area?
Extension = What if VegeDelight made an effort to build working relationships with other
restaurants in the Douglas Road area, viewing these restaurants as potential allies instead of as
competitors? The road is a dynamic environment and is full of restaurants which offer a huge SARAH
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range of culinary options and what if VegeDelight spoke to these restaurants about hosting
a joint food festival event that ran the expanse of Douglas Road, with as many as possible of
the local restaurants being involved? Tasting stalls, live entertainment, activities for the family
and competitions/prizes could be offered, with all participating restaurants dedicating staff
and monetary resources to this event, which could be run on a quarterly or even monthly basis
depending on interest? What if all of the participating restaurants advertised this event via their
social media networks, dramatically raising the amount of awareness around the event and
reaching more customers combined than they would be capable of as individual businesses?
What if these working relationships continued outside of these special events, with a Douglas
Road restaurant owners association or the like being formed, allowing business owners in the
area to work as a collective force to strengthen business in the area for the benefit of all?
• Original idea = What if the restaurant become more actively involved in the local community?
Extension = What if VegeDelight showed its care for and desire to assist the community
by taking action to become a force for good within the local area by financially sponsoring
community groups (such as a sports team, of which there are many frequently seeking
sponsors) or donating time to community initiatives? There are a huge range of community
activities in the area including community Clean Up days, local Nursing Home attendance
events and charity events such as Relay For Life which constantly seeks new groups to
participate. These activities could be undertaken on a scheduled basis, with staff members
rotating between the restaurant and activities on a roster in order to ensure that the business is
able to remain open during these times. The restaurant advertises that those in need can come
in for a free meal on predetermined days, but what if this were extended to be a permanent
arrangement, or what if leftover/excess food was donated instead of disposed of? What if
instead of being simply a restaurant, VegeDelight was viewed as an establishment which
looked after its community, won hearts and minds through charitable works and differentiated
themselves via the fact that no other restaurant in the area is currently taking this action?
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• Original idea = What if VegeDelight planned and hosted social events?
Extension = What if VegeDelight aimed to become more of a social space by organising
and executing a small and high quality range of relevant social events that appealed to the
targeted community demographics of the 20-35 age market, families and young couples, whilst
reflecting the restaurants emphasis on healthy eating? What if these social events included SARAH
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cooking classes, of which a whole series (desserts, couples, cooking for kids) could be held,
with slow periods such as weekend mornings being the ideal time to host these? Due to the
size of the restaurant space would be limited, creating desire through scarcity. These events
could be advertised through social media and present an excellent opportunity for VegeDelight
customers to share their fun social experience at the restaurant through status updates and
photos, marketing the restaurant within their own social networks and encouraging others to
participate within the social events hosted. These events could also be recorded/streamed and
posted to the VegeDelight Facebook and Instagram accounts to create extra user engagement,
with the restaurant potentially holding its own cooking competition, in which the both the
physical and digital community could be involved through voting and spectatorship.
• Original idea = What if a rebranding and relaunch were conducted, involving a standardisation
of all materials?
Extension =What if VegeDelight decided to refine and modernise its aesthetic and opted to
have a new logo developed and a suitable set of collateral devised? What if this new logo
better reflected the brand, the brand values and expressed succinctly to customers exactly
what VegeDelight could offer them beyond the provision of food? What if all old collateral
was methodically stripped from digital and physical spaces, a set of brand guidelines were
constructed and enforced, and social media/advertising responsibilities were assigned to
one person in order to ensure consistency? What if the interior of the restaurant was also
updated to fit this new brand aesthetic, providing customers with a sense of place, brand
and personality as soon as they entered and offering a welcoming physical space in which all
demographics would feel engaged and welcomed? The restaurant never had a launch event,
and this standardisation and rebranding could be a perfect opportunity to not only refresh the
look, message and feel of the restaurant to maximise its appeal to customers, but could also
be a chance to hold a relaunch event which invites customers to have an experience on the
premises, be made aware of all available offerings and for staff/customer relationship building.
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• Original idea = What if VegeDelight added more value to its offerings?
Extension = What if VegeDelight made consistent and purposeful changes which would
allow a wide range of customers to experience value within the restaurant, encouraging a
deliberate customer experience of delight? What if children were more greatly acknowledged
as important guests, with additions like activity packs and more critically, a dedicated children’s SARAH
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menu being introduced? What if payments could be taken at the table instead of asking busy
guests to pay at the register? What if a small pre service snack was provided to encourage
guests to feel excited about their meals and a post service treat was provided as a genuine
thank you to guests for their custom? The restaurant does not have a on-premises liquor license
and doesn’t wish to obtain one, but a what if a range of fresh, healthy mocktails could be
introduced in order to make the restaurant a more appealing place for the 20-35 demographic
to dine and give guests more beverage options? What if a rewards card was introduced, with
discounts unlocked as ‘dining points’ accumulated? Gift cards (which could be used for any
restaurant service or product) could be introduced and a VIP mailing list could be created for
customers to sign up to in order to get early access to news of any special restaurant events or
pre sale tickets for special events such as cooking classes or charity night events.
• Original idea = What if VegeDelight expanded on its Tadka box service?
Extension = What if, in addition to its Tadka box, VegeDelight introduced a further range of
recipe base boxes which could save customers precious time when preparing their weekly
meals? These bases would be vegetarian and vegan in nature and could feature a wide
selection including pasta sauces in varying flavours, stirfry sauces, soup bases and a variety
of stock bases. VegeDelight already has an online ordering system and delivery infrastructure
for the Tadka box, so what if these were used for the expanded line of products as well? What
if a range of vegan/vegetarian sweets were also made available for delivery, as these are
particularly difficult to source within the Quakers Hill area? Tracking for delivering could be
provided within the VegeDelight app and users could also use this app to receive notifications
letting them know that their order was available to collect in store if they elected this option.
This idea has numerous social media applications, with competitions being able to be held
requesting customers to post pictures and start conversations regarding their #myvegedelight
creation, exploring the differing ways in which customers use their recipe bases. Customers are
free to add their own ingredients, expanding the market to non vegetarian/vegans.
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3 | What wows? SARAH
MICALLEF
• Idea 1 | Modification of the brand USP, with the rebranding and standardisation of all materials
This idea involves the modification of the VegeDelight USP (which is no longer functioning
effectively as a USP) in order to differentiate the business from its competitors and describe
what the restaurant delivers customers/the experience or benefit intended beyond the product.
Due to the fact that the vegetarian/vegan part of the current USP of 100% vegetarian/vegan
Indian fusion cuisine is non negotiable, the most efficient way to modify this would be to simply
state the USP to be vegetarian and vegan cuisine with the elimination of the Indian fusion
component redirecting both the business focus and the customers association of the restaurant
to health rather than culture. It is in this adjustment and the associated menu changes that the
restaurant can aim to engage with and attract a wider range of customers, appealing to anyone
who wants a healthy experience, particularly the 20-35 age range and families/full time workers
in the area, filling a gap that exists in the local market for healthy dining options.
The development of a new logo is suggested, associating the business with freshness and
health, encapsulating the new USP and creating an aesthetic that is consistent with the
envisioned restaurant experience going forward, which the restaurant interior should also echo
via the implementation of a colour scheme reflective of this logo to create unity. The new logo
should be used as the standard over all advertising materials, with a brand identity guidelines
document (including templates for all physical and digital advertising) being formulated and
ownership of advertising responsibilities being assigned to a single, appropriately trained
person, with Darshan being an ideal candidate due to his tech skills and interest in promotions.
Additionally, a reputable brand curation company such as Techmark Digital should be engaged
in order to undertake the removal of all old VegeDelight material online. This idea aims to create
aesthetic cohesion, a functional USP that fills a community need and to make the restaurant
experience more attractive to a wider section of the targeted community demographic.
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Idea 1 | Sketches
SARAH
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• Idea 2 | Investing extensive time and monetary resources into developing staff, placing a
greater focus on staff satisfaction
This idea involves gathering customer feedback and using this to identify the key target
areas where staff development training would be beneficial. Research indicates that formal
customer service, emotional intelligence and cultural sensitivity training would be beneficial for SARAH
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VegeDelight staff, with the engagement of a reputable staff development organisation such as
People for Success being the suggested option in order to undertake this training. This training
should be made mandatory for all staff as part of a new Professional Development Plan which
not only aims to standardise and improve service for customers within the restaurant, but also
aims to develop staff in order to increase their skills and satisfaction within their roles. This
training should be administratively tracked for all employees and refresher courses should be
planned and held at regular intervals. New courses can be selected for staff to undertake as
business/employee needs grow and evolve, with staff being given input on course selection.
Employee staff meetings should be regularly scheduled and should present opportunities for
staff to not only be made fully aware of any challenges or opportunities within the business, but
for staff to voice their own opinions, ideas and concerns regarding the business or their roles.
In addition to paid professional training, the implementation of an Employee of the Month
award should be undertaken, for which customers and employees are able to vote, with this
physical award being and accompanied by a prize (a gift card, movie vouchers) to further
incentivise the attainment of this title. Additionally, the team should be given the chance to
celebrate business successes outside of the work environment via scheduled team building
events, with the team assisting in selecting these. A progression path within the business should
be established, with a new title such as that of shift supervisor or customer service manager
being budgeted for, which could be either awarded to a staff member who wished to progress
within the business, or alternatively it could be rotated between staff members in order to build
an increasingly well rounded team. A service standards booklet should be established with staff
training on this provided, with staff KPIs being introduced/tracked and a staff uniform (style/
cut could be voted on) being implemented. Customer service is a current major concern within
the business and by investing in staff training, establishing service guidelines and devising ways
in which to make the employees feel rewarded, united, heard and engaged, it is anticipated that
customer service should noticeably improve, strongly impacting all customer demographics.
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Idea 2 | Sketches
SARAH
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• Idea 3 | Increasing value to customers through high quality changes which reflect community
needs and desires
This idea involves examining the ways in which additional value can be added to the
VegeDelight experience, specifically to create a better experience for targeted community
demographics including families and the 20-35 age market. This idea connects closely SARAH
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with idea 2 (staff training) in which a service standards document for the restaurant was
established, with value additions being integrated into this document in order to ensure that
they are consistently delivered to customers. A dedicated children’s menu with a range of
age appropriate options would be introduced, with children being provided with a small and
engaging activity (such as a colouring kit which could be created in house and shaped around
healthy values) in order to present VegeDelight as an establishment which openly welcomes
families with children, and is willing to accommodate them, with not only an extra number of
highchairs being available, but also plastic bibs and a bottle warmer - small additions which are
very valuable to families and work to make VegeDelight a preferred dining location. The simple
addition of a wall mounted changing table to the VegeDelight bathroom (which has ample
room to accommodate this) would also be a great value added extra to showcase to families
with small children Vegedelight’s commitment to acknowledging/accommodating their needs.
Value added additions which aim to target the 20-35 age market (which includes both parents
and couples without children) could include the addition of smoothies and mocktails to the
menu which speaks more to the healthy nature of the dining experience than the sugary and
limited beverage options currently available, paired with features such as bill splitting, table
payment, rewards for social media engagement (such as 5% discount for checking in) and even
a ‘DIY’ element such as mix ‘n’ match pizza toppings for added engagement. Unique beverages
+ DIY elements present fantastic social media posting opportunities for customers, and could
be advertised by VegeDelight on social media easily in photo format. Competitions could be
run via social media encouraging customers to create a new #delightfuldrink with the winning
creation being added to the menu/prizes being awarded. Pre-service and post service offerings
should be introduced in order to provide customers with a greater sense of being rewarded for
their choice to dine at VegeDelight, with a reward card also supplementing this. These value
added extras aim to not only make the restaurant more appealing to target demographics, but
also to create brand loyalty and encourage repeat custom through a quality dining experience.
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Idea 3 | Sketches
SARAH
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• Idea 4 | Devoting more effort to innovating and promoting takeaway services, making these
services easier to access and a desirable option for customers
This idea involves more aggressively and actively marketing takeaway within the business,
an idea that aims to mitigate the issue of limited customer seating within the restaurant by
potentially turning each home in Quakers Hill into an extension of the VegeDelight premises. SARAH
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The existing VegeDelight mobile app would be utilised within this idea, with the app developer
being contacted in order to make the addition of a takeaway delivery and pickup option,
which would allow customers to track their delivery orders and the progress of their pickup
orders. The app should also automatically apply a discount to customers takeaway orders as
an incentive to engage with this service, especially during weeknights when less wait staff are
generally rostered on, with an added discount being included for pickup orders. Integrated with
idea 2 (staff training) a service standard for takeaway should be established which specifies
consistency in portion sizes between dine in and takeaway offerings, with the introduction
of Hot Bag heated delivery bag solutions in order to ensure that meals are delivered at an
appropriate temperature. Realistic delivery time guarantees should be added to each order and
a small waiting area/express pickup delivery area should be established with relevant signage.
The $50 order minimum for delivery should be reduced to match the $35 minimum that
is standard amongst businesses within the area, and special family meal deals should be
established and made available for takeaway in order to make the process of ordering simpler
for busy individuals by only requiring them to make a single choice instead of selecting
individual meals for each family member. A loyalty card (either digital via the VegeDelight app
or a physical printed card) should be introduced which can be used for both takeaway and dine
in orders, with dining points accumulating which can be converted into dollar amount discounts
or free items. On selected days and depending on staffing levels/dine in occupancy levels
in the restaurant, a staff member should be sent to the small reserve area opposite Quakers
Hill station during weekday rush hour periods (approx. 5pm-6pm), in order to hand out small
samples/flyers asking customers whether they would like to have more time with their families
and still enjoy a healthy dinner experience? A commuters meal deal could also be advertised
for pickup during this period only, via both social media and physical signage/flyers. This idea
aims to appeal to the large demographic of people within Quakers Hill (over 72%) who work 35
hours or over each week, which also includes busy families and the 20-35 demographic.
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Idea 4 | Sketches
SARAH
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41
• Idea 5 | Becoming a more active part of the community, both through charitable works and via
working and communicating with other businesses
This idea involves making contact with the local community and conducting research in order
to identify any local charities, community groups or causes for which VegeDelight could
fundraise, make a monetary/item donation to or volunteer their time. Social media could be SARAH
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well utilised within this idea, with a range of suitable causes being presented to users via a
Facebook poll, and users voting to determine the outcomes. In-store voting could also be
utilised and incentives such as discount coupons could be issued for each vote, or voters
could go in the running to win a prize themselves. A special hashtag could be setup for the
VegeDelight team to use in their charitable works, such as #vegedelightedtohelp, making the
work of the group easily searchable via social media. In instances where time was the donated
commodity, the VegeDelight team could be issued a special uniform for these works, in order
to not only identify the group as a cohesive team, but to also promote the restaurant and make
the business name highly visible in any associated social media posts or pictures taken.
Additionally to this, customers could also be offered the chance to participate in the charitable
actions undertaken by the restaurant, with a once off discount code or participation prize
provided to customers who spend a pre-agreed amount of time assisting with the restaurants
charitable works, allowing these customers to belong to the #vegedelighted community, a
force for local good, to build relationships with VegeDelight staff and develop brand loyalty. The
restaurant should seek to expand upon its current temporary offerings of food/refreshments to
those in need with permanency, showcasing a strong and dedicated commitment to assisting
the community, that exists with absolute certainty. Other businesses within the community
could be approached in order to partner for charitable causes, such as the donation of excess
food/a repeat dedication of a pre-determined amount of food, to Hawkesbury’s Helping Hands,
a local group which helps to provide food to the homeless. VegeDelight could investigate
options for playing a greater role within the local business community via taking steps such as
joining the Greater Blacktown Business Chamber, a community initiative which encourages local
business owners to meet, network and share ideas to improve the local community. This idea
not only works to position the restaurant well within all local demographics, but aims to keep
it in the forefront of public thought through an association with good works. Additionally, this
also fulfills the required need of the business to assist and improve the local community.
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Idea 5 | Sketches
SARAH
MICALLEF
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4 | What works? SARAH
MICALLEF
• Idea 1 | Modification of the brand USP, with the rebranding and standardisation of all materials
Evaluation - This idea stands to be innovative and impactful by clearly defining the restaurant
from its competitors, allowing for a more diverse range of offerings, creating appeal within a
wider range of customers and by altering visual perceptions of the business which are currently
very poor - all via a minor adjustment in the USP and a refresh of the brand, which doesn’t
compromise on the core values and non negotiable factors of the restaurants operation. This
adjustment stands to have a large impact by not only filling a gap that exists within the current
market (for healthy food options that are not based around one cultural cuisine, of which
Quakers Hill has none) but also by providing customers both inside and outside of the target
demographics with elements that are universally valued within their busy lives - more free time
and healthy options; strengthened by a consistent and visually enticing appearance.
This idea is entirely customer focused, with excellent flexibility in implementation and is a rare
chance for VegeDelight to partially reinvent itself without becoming unrecognisable, by simply
enhancing what the business is already doing well; fresh, healthy products and supplementing
this with consistent and refreshed branding which accurately represents the offerings. The
financial outlay associated with this idea is sizeable, and includes the costs of a new logo/brand
identity guidelines, website redevelopment, digital and printed advertising/signage, and interior
development services, with an estimated cost of $5250 alone in order for brand curation
services to be undertaken in order to remove all prior marketing. However, despite high costs,
this bold and brave idea only stands to improve the business by creating stronger appeal within
the community and more importantly, by acting as a response to what the community is stating
its needs and wants to be. Due to the power of this idea to boost both the frequency and depth
of interaction with customers/increase value, it is deemed to be a strategically sound option.
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• Idea 2 | Investing extensive time and monetary resources into developing staff, placing a
greater focus on staff satisfaction
Evaluation - This idea stands to revolutionise VegeDelight by aiming to address and resolve
what research has identified to be some of the largest challenges that the business is facing; SARAH
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varying customer service standards, staff professionalism/image, cultural barriers and

inconsistency within service. This strategic decision to invest in staff as a resource will not only
assist these problems in being overcome, but as a result also stands to raise customer service
standards within the business, removing a barrier that is currently stopping a large majority
of the community (including almost the entire target demographic) from engaging with the
business and is perpetuating a negative image of the restaurant into the public online space.
This idea stands to be innovative and impactful by offering employees the chance to develop
and grow within the business, providing them with opportunities that represent a career rather
than just a job, reshaping employee perceptions of the level of professionalism and customer
service that is required of them within the VegeDelight environment - the positive flow on
effect which will be seen in the improved level of service that is provided to customers.
The monetary and time costs associated with this idea are substantial, including ongoing
training, administrative tracking of this training, authoring/upkeep of documentation to support
training, design and purchase of individualised uniform options and the provision of rewards
to staff in order to acknowledge their contributions, all of which will require long-term ongoing
commitments rather than once off costs . It should also be considered that this is a dramatic
change to an existing work environment which may potentially cause conflict/displeasure
amongst staff. However, due to the fact that customer service is an essential function within the
business and the massive contributions of this factor in shaping customer perceptions of the
business and therefore the success of the business, the associated outlays should be viewed as
essential investments which will yield fantastic returns, providing excellent ongoing value for
money. The anticipated returns are increases in both the frequency and depth of interaction
with customers, the increase of customers acting as advocates for the business and promoting
it within their networks (online and in person), and a happier and more fulfilled group of staff
who feel valued, rewarded and are therefore more personally invested in contributing to the
success of the business, with this idea deemed to be a strategically sound option.
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• Idea 3 | Increasing value to customers through high quality changes which reflect community
needs and desires
Evaluation - This proactive, practical and innovative idea has the potential to strengthen
the appeal of VegeDelight for both the target demographics and the wider community by SARAH
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introducing offerings which are of tangible value to customers, by showcasing the ability of
the restaurant to listen to its customers and by providing customers with an increased level of
choice in order to allow for the personalisation of their VegeDelight experience. It is through
the transformation of VegeDelight from a restaurant and into an experience that both the
frequency and depth of interaction with customers is anticipated to grow, with customers more
readily engaging with an establishment which they feel recognises and caters to their needs,
gives them a chance to participate/be heard and rewards them for their custom. The upfront
financial outlay for this idea is moderate and includes not only the once off purchase of physical
items, but also ongoing costs for consumables (such as children’s kits and pre/post dinner
treats), the cleaning and maintenance of items, and ongoing time investments in constantly
innovating offerings, implementing, and ensuring that these are communicated to customers.
Despite the monetary and time commitments required by this idea, the benefits of offering
better value to customers and of better catering services to their needs are clear, with this
idea having the potential to offer extensive returns on investments, via both an increased
level of patronage and in the positive feedback and elevated perception of the restaurant this
investment would likely yield. Although a strong concept, this idea is not impactful enough to
stand on its own in order to increase the appeal and impression of the business to customers,
and would rather be better suited as a supplement to both idea 1 (with added conveniences
being fitted into the restaurant upon the interior revamp) and idea 2, in order for added value
options to be integrated thoughtfully into in a set of service standards written for the business,
in order to be implemented consistently. This idea doesn’t have the power to fix the preexisting
customer service and image challenges that exist within the restaurant and therefore, is
suggested to be implemented once these issues have been addressed in order to strengthen
the restaurants position going forward. It is for this reason that this idea is not deemed to
be a strategically sound option on its own, but rather is recommended to act as a set of
enhancements that are best suited to be combined with stronger, more fundamental ideas.
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• Idea 4 | Devoting more effort to innovating and promoting takeaway services, making these
services easier to access and a desirable option for customers
Evaluation - This idea stands to be innovative and impactful by not only providing improved
service to a community that is extremely likely to engage with them, but also to mitigate SARAH
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the space issue that is experienced by the restaurant and severely restricts the amount of
customers, and therefore revenue, that can be achieved by dine in guests within any given
service period. This concept is customer-focused, highly accessible and flexible, utilising
existing elements such as the VegeDelight app and combining them with new innovations in
order to allow VegeDelight to more easily capitalise on one of its best strengths; its food. The
initial financial outlay of equipment associated with this idea is substantial, with a suitable Hot
Bag storage system solution costing approximately $2,500, in addition to the costs for signage
and app development, as well as ongoing costs that will be generated by consumables such as
printed media (bags, flyers); which is minimal. Time costs associated with the idea are low, and
work to make the most of the current staffing situation by offering the option for wait staff to
help manage the flow and dispatch of takeaway orders at times when dine-in custom is slow.
Despite the significant monetary investments required by this idea, it is clear that the
improvement and innovation of takeaway services within VegeDelight stands to substantially
boost customer patronage levels and the frequency of interaction between customers and
the business, standing to create a powerful and profitable new part of the business that has
a plethora of opportunities for future expansion and development. However, as beneficial as
the projected outcome of the implementation of this idea is, it is alone not strong enough to
create a greatly heightened appeal of VegeDelight in the targeted customer demographic. It is
instead suggested that this idea is integrated as a supplement to ideas 1 and 2, with innovated
and improved takeaway service standards being devised and included within the VegeDelight
service standards manual which is to be developed as a part of idea 2. This idea has the power
to generate improved profits and provide more convenience to a busy customer target market,
however it is unlikely that this service will be able to do so without the prior improvement
of customer service standards and a unified and refreshed business approach, with this idea
being more suitable as an enhancement rather than a fix. It is for this reason that this idea is
suggested for pairing with idea 2, as a strategically sound option which provides complement.
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• Idea 5 | Becoming a more active part of the community, both through charitable works and via
working and communicating with other businesses
Evaluation - This idea has the potential to innovate and inject a fresh, fun and social element
into VegeDelight, showcasing the restaurant as a philanthropic and community-minded SARAH
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establishment, providing opportunities for staff to undertake team building and for staff to
interact and build relationships with members of the community, with a depth of interaction
that would have been unattainable within a restaurant service environment. This idea also
works to fulfill a desire that the restaurant has to assist others, a genuine need that adds
both authenticity and a strong humanising element to the restaurants personality, which
research has showed that customers react to in an overwhelmingly positive fashion. The
monetary costs associated with this idea are minimal, and involve the costs of an optional team
#vegedelightedtohelp shirt for staff, the value of any items donated and vouchers/rewards
given to customers who choose to participate. The majority of costs associated with this
idea are investments of time, to participate in charitable works, the possible loss of business
associated with the restaurant being closed/staff shortages due to charitable works, and the
consistent social media management required to engage customers regarding these works.
In addition to the above, a crucial factor to consider is the long term commitment that is being
made to the community via this idea. Should this commitment not be upheld by the restaurant,
this may have the potential to draw negative attention towards VegeDelight which may impact
both the public perception of the restaurant and customer support for the business. Due to
these risks it is suggested that charitable works engaged in by the restaurant are at first small,
with the most practical being that of making the offering of refreshments and food to those
in need a permanent feature and committing to donating all excess meals, with this being
publicised both on social media and through the establishment of a Community Commitment
declaration, placed on the premises, integrated with both ideas 1 and 2. Although standing to
generate appeal over all targeted demographics, engage customers, generate buzz and fulfill
core business desires, this idea is not deemed to be a strategically sound option both on its
own and to the originally proposed level at this time, with the desired customer response and
charitable outcomes still being able to be achieved by more manageable activities which may
later be expanded upon and developed once the business has resolved more critical issues.
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Strategic Outcome 1
• Idea 1 | Modification of the brand USP, with the rebranding and standardisation of all materials SARAH
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This idea is envisioned to involve a short closure period for the restaurant (estimated 1 week) in
which the interior is repainted, artwork and signage is affixed. This closure will also allow time
for staff training to be undertaken and new service standards familiarised, both of which are key
factors of Strategic Outcome 2 . Customers will be made aware of this upcoming temporary
closure both by posters placed in the shop front and extensive notifications on social media
across all VegeDelight channels, both in which the new logo could be revealed 2 weeks prior
to closing, with a line of simple text such as ‘Something delightfully new is coming soon’, with
a more full explanation of the basic changes occurring being leaked a few days before the
closure. Copies of the new VegeDelight brand values posters (Items 4 and 5) could also be
placed in the front window, local noticeboards and digital copies posted online as teasers to
give customers an insight into the anticipated new VegeDelight experience.
It is anticipated that the roll-out of this strategic outcome should be staged over 4-5 weeks,
allowing ample time for customers to learn of the rebrand, learn more about this, the changes
to be implemented and a relaunch event to occur. Preparatory work that will need to be
undertaken prior to this roll-out would be organisation and purchase of printed materials, the
authoring of a brand guidelines/service manual, organisation and purchase of staff uniforms
and liaison with Techmark Digital in order for a full digital brand curation activity to occur. It
is estimated that the preparatory actions for this strategic outcome should be given 6 weeks
to occur, with the closure and rebrand only being announced once these phase 1 preparatory
actions have been completed. The expected impacts of this strategic outcome are that
the restaurant will appeal more greatly to the target community demographics, will create
continued feelings of excitement amongst customers and reinvent the restaurant as fresh
community environment that is a fantastic place to be. Strategic outcome 2 supports this
expected impact, focusing on the staff/customer service components in order to ensure that
the aesthetic/offerings changes are supported by solid improvements in customer service.
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SARAH
introducing a fresh, fruity, fun and MICALLEF
100% healthy new experience.

Combining the tart freshness of raspberries, the
sweetness of natural honey, the smoothness of
sparkling water, the invigoration of mint and a
touch of zesty lemon - this natural treat is not
only delightfully delicious, but is also completely
guilt free - the perfect addition to your meal, for
only $12.50. Why not try one today?!
Vegetarian & vegan cuisine
Item 1 - A new logo which conveys the

modification of the brand USP and
can be used to represent VegeDelight
consistently over a range of both
printed collateral and digital formats. Who is your Delight?
For your chance to win a Vegedelightful
dinner for 2, simply like this post and
Items 2 and 3 - VegeDelight comment using your favourite photo of
advertisements formulated using the yourself and the person who delights you
the most. The photo with the most likes
proposed new advertising template, by 5pm on Friday 25th of May will win, so
be sure to share with your friends and to
which can be applied across both also vote for your favourite picture!
printed/digital advertising formats.
This template is highly adaptable and
simplifies the production of consistent,
attractive and polished advertising February Winner Claire, with her
delightful husband Alan.
material across the business.
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Items 4 and 5 - VegeDelight brand values posters, which will be placed inside the restaurant and act
as both decorative pieces and visual statements which express the VegeDelight values of health,
happiness and represent the business as a multiculturally inclusive space, with these 2 works acting
part of a complete set of 6. These posters will be A1 in size, printed on 250gsm gloss artpaper, with
use full CMYK colour, 1 side print, Digital Print, 300 DPI with a 4mm bleed surrounding the work. The
finished printed works will be block mounted onto 20mm thick Kapa board for presentation, with a
matte laminate placed on top, for ease of maintenance within a food service environment.
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Item 6 - Table standees, which aim to engage and inform customers whilst they are seated, utilising
the new advertising template. Standees which advertise causes/products most appropriate to the
customers being seated should be placed on the table, offering a targeted and flexible solution.
These pieces would be A5 in size, will be printed one sided (2 per standee) on 150 gsm gloss
artpaper with use full CMYK colour, Digital Print, 300 DPI with a 4mm bleed.
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Items 7 and 8 - A new set
of cabinet and monument
signage to ensure that the
representation of a polished,
consistent and professional SARAH
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brand aesthetic starts before

customers even enter the
business. The envisioned
sizes for these pieces are
0.8m x 2.60m (cabinet sign)
and 0.6x 0.9m (monument
sign). These signs will use an
aluminum substrate for both
longevity and contrast, with
aluminum lettering featured
on the cabinet sign which
will be backlit by warm white
LED lights. The VegeDelight
logo will be a raised (5cms)
aluminum piece on both
signage elements and will
also be backlit by warm
white LED lights. These signs
are designed to last, with
a standard manufacturer
warranty of 10 years on
the substrate and 7 on the
acrylic/LEDs, are intended
to work well within both day
and night scenarios, and are
extremely low maintenance.
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Strategy Rationale
This brave, innovative and bold idea of modifying the VegeDelight brand USP to be health, SARAH
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adjusting the restaurant cuisine offerings and rebranding/standardising all materials has the
potential to be an extremely impactful solution, revolutionising both the way that staff and
customers view the business, completely separating VegeDelight from the competition and filling
a market gap that currently exists within the local community. This idea not only aims to make the
restaurant a more attractive option for patronage within the target demographics of 20-35 year
olds, full time workers and families, but indeed aims to transform the restaurant into the best local
dining option for any customers who seek a healthy experience, which is one of the most desired
commodities within the time poor community of Quakers Hill. This strategy aims to change the
associations of the restaurant from a culturally restricted, disorganised, uncomfortable, cheap
and unprofessional experience into a fresh, modern, professional, culturally open and healthy
experience, appealing to families and couples are a place to dine together, busy workers as a great
place to purchase quick and healthy food and young groups of friends as an attractive and social
space that is suitable to dine in due to a beautifully professional aesthetic and great food.
This strategy involves a minor adjustment to the brand USP in order to diversify offerings and
appeal to a wider customer base, which is complemented by a complete brand curation and
aesthetic transformation, an extensive and risky set of actions which stand to have a monumental
impact on the future of the restaurant. The integration of elements of charitable community
initiatives, value added extras, transformed customer service, introduction of tangible rewards,
and overhauled takeaway services within the strategy aims to ensure that the changes undertaken
are not purely cosmetic and will instead bring real functional and operational changes to the
restaurant that will benefit customers, staff and the community alike, whilst working to establish
the restaurant as a community organisation that customers can feel good about frequenting
- associating the own custom with supporting good works. The establishment of a unified
brand aesthetic, a set of clear brand values and the appointment of one person who is solely
accountable for marketing (physical and digital) within the restaurant as a part of this strategy
stands to exponentially boost client engagement, particularly with the 20-35 demographic.
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Strategic Outcome 2
• Idea 2 | Investing extensive time and monetary resources into developing staff, placing a greater SARAH
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focus on staff satisfaction
This idea is envisioned to commence with a meeting, discussing the anticipated changes with
all staff members. During this time it will be critical to ensure that staff are provided with a
chance to voice their opinions/make suggestions regarding the anticipated changes and that
clear reasons outlining these changes are given - staff should be treated as partners in these
changes and provided with every opportunity to become actively involved. The full details
of the new benefits available to and investments being made in staff should be provided in
a second meeting, via the way of a new staff handbook, which would have been prepared in
consultation with staff after the initial meeting to discuss the new restaurant USP, rebranding
and standardisation of materials. Acceptance of the new staff handbook should be formally
acknowledged by all employees, with organisational tasks such as uniform fittings being
undertaken shortly thereafter, in order to prepare for changes detailed in Strategic Outcome 1.
It is anticipated that the roll-out of this strategic outcome should be staged over 4-5 weeks,
allowing ample time for staff to be made aware of the anticipated changes, offer their
feedback and opinions as to the changes and for these to be considered/integrated, and for
organisational activities to support the changes, including preliminary staff customer service
training and cultural sensitive training to be undertaken, as well as for the staff handbook/
procedures manual to be written and for staff to become familiar with these documents. This
extended time period also allows a buffer, in the unlikely event that staff are unhappy with the
envisioned business direction, and choose to leave, with restaffing needing to be undertaken.
The expected impacts of this strategic outcome are that the restaurant will be seen as a place
where all customers are welcomed and wish to frequent, due to both amazingly friendly
and consistent service provided by a happy and well rewarded set of staff, and the aesthetic
changes made within Strategic Outcome 1, which directly support this. Additionally, staff loyalty
and support of the VegeDelight brand is likely to increase via improved working conditions.
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Emplee the Mоth
Item 1 - An Employee of the Month
congratulatory notice, suitable to
be placed within the restaurant,
in view of customers, adhering
to the new brand aesthetic. This SARAH
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piece will be A4 in size, printed

Chef Dasun Sadana on 200gsm matt copy paper,
Chef Dasun has worked with VegeDelight using full CMYK colour, 1 side
since 2012 and truly delights customers print, 300 DPI with a 4mm bleed
with his attention to detail, creativity and
uncompromising focus on quality. Staff surrounding the work, and can
are delighted by Chef Dasun’s bright be printed in house each month
smile, happy disposition, humour and the using the office inkjet printer, for
energy he brings to the team.
We appreciate you, Chef Dasun! practicality. This finished work will
be placed into a A4 acrylic wall
mounted display placed near the
restaurant counter, and can be
February Winner, Chef Dasun
easily changed each month as a
new award winner is announced.
Items 2, 3, 4 and 5 - Uniforms have long been a point of contention within VegeDelight, with
employees rights to individuality and choice being placed above professionalism and the requirement
for VegeDelight to be presented in a consistent, polished and unified way, key factors in the success
of any business. Upon discussions with restaurant staff which have been held as a part of this project,
it has been said that lightweight cotton or silk blend v neck shirts would be the ideal preference for
all staff members, with examples of a consistent design featuring this shirt type for both male and
female employees being featured on the following pages. A set of aprons have also been visualised in
order to complement this set of shirts, with these aprons being envisioned as being produced using
260gsm 100% cotton denim, and working as a collaborative set in order to echo the colours used
within the shirts. The sets are highly flexible and can be mixed and matched in order to provide staff
with a greater amount of individuality in their appearance within the workplace, whilst supporting the
new VegeDelight unified brand aesthetic. Flexible ties make these aprons suitable for both genders.
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Strategy Rationale
This highly practical, people-focused and forward thinking idea has the potential to significantly SARAH
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impact not only the staff of VegeDelight, but is also expected to have a critically beneficial
impact on customers, having the power to transform the restaurant from a establishment which
has a bad reputation for lacklustre customer service and in which racial divides are present in
the service offered, into a place where all customers are equally welcomed, receive outstanding
service, and in which staff are better equipped in order to care for customers and know how to
build respectful and professional working relationships with them. The value placed on employees
by their employers is a huge contributing factor not only to how these employees perform
within businesses, but also their perceived place within the business, and this strategy aims to
transform employees from relatively removed parties and into more of a position of agency
within the business, not only encouraging their feedback regarding business direction and future
improvements but also by offering them quality training which supports them within their work.
The success of strategy 1 depends almost entirely on the success of strategy 2, as without the full
co-operation of staff in transforming the restaurant, the VegeDelight experience will not transform.
The consistent issuing of Employee of the Month awards is a key part of the ongoing success of
this idea, as is the organisation of employee social events and the recognition of employees via
progression paths being established within the business as it thrives with the implementation of
improved customer service and a brand transformation. These measures have little to do with
monetary rewards but rather offer fantastic social and emotional rewards to employees, not
only creating better bonds between co-workers but also incentivising both personal and team
achievements within the workplace in order to drive quality performance. The new VegeDelight
team uniform is a vital component within this idea, with the aim of this uniform reaching far
beyond the aesthetics of making employees easier for customers to identify and creating
a polished and professional perception of the business via the employees who represent it.
This uniform also stands to have significant psychological benefits to employees, increasing
camaraderie and a sense of belonging within the team environment and providing employees with
decision making power, showcasing the value VegeDelight places on employee individuality.
63
“Good design is
good business .” - Thomas Watson
SARAH
MICALLEF
SARAH MICALLEF | DIGITAL ARTISAN

0401 311 108 | hello@sarahmicallef.design
www.sarahmicallef.design

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Strategic Campaign Presentation

VegeDelight | Quakers Hill

SARAH MICALLEF | DIGITAL ARTISAN

Additional Project Research

Estimated Strategic Design Project Cost

Submission Format and Details

childless couples, growing community demographics which largely overlap.

Desired Consumer Response

Client Descriptive Terms

Current and past programs/events

Estimated Total = $3800 SARAH

Estimated Design and Research Hours = 95 hours

• Positive Review Points

Dishes are reasonably priced and food is prepared quickly.

Customers trust that the food served is authentically 100% vegetarian/vegan.

• Negative Review Points

Restaurant interior has no ambiance, is uninviting and looks cheap/dated.

Not enough variety on the menu, no children’s menu option is available.

Australia 65.00% 0-9 years 18.50%

Residents Weekly Working Hours Residents Family Composition

Couple family without children

25-34 p/w 9.50%

Data Source: Australia Bureau of Statistics, 2016.

Customer Group Compostion Customer Cultural Background

Data Source: Rajwant Singh, Customer Insight Study, 2017.

Business Descriptive terms

What the business really provides

What the business is doing well

Business Descriptive terms

What the business really provides

What the business is doing well

Business Descriptive terms

What the business really provides/sells

What the business is doing well

Business Descriptive terms

What the business really provides

What the business is doing well

What the business really provides

What the business is doing well

• Original idea = What if VegeDelight could expand into a new environment?

• Original idea = What if VegeDelight placed greater emphasis on takeaway?

varying customer service standards, staff professionalism/image, cultural barriers and

100% healthy new experience.

Vegetarian & vegan cuisine

Item 1 - A new logo which conveys the

material across the business.

brand aesthetic starts before

focus on staff satisfaction

piece will be A4 in size, printed

SARAH MICALLEF | DIGITAL ARTISAN

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